Teamwork and Coordination
A programme working role clarity and handover points: tasks requiring synchronisation that make visible where a team gets stuck.
A programme working role clarity and handover points: tasks requiring synchronisation that make visible where a team gets stuck.
The teamwork and coordination programme makes measurable where teams lose time at their handover points. In corporate work, delay usually comes not from one person being slow but from the moments where work changes hands: who starts is unclear, two people do the same thing, or one step belongs to nobody.
A rowing boat, a relay race or a chained assembly task share one property: the sum of individual performances does not decide the result — alignment does. If one rower pulls half a second ahead of the others the boat slows; trying harder makes it worse. That is the clearest physical equivalent of the office picture in which everyone is working hard and nothing moves, and participants make the connection themselves.
This is the programme with the clearest case for a team that does not sit together. Ambiguity at handover points is worse where people work across offices and time zones, because nobody sees the gap — work simply waits. Running the mapping section directly on the group's real cross-border workflows, on one of the rare days they are in the same room, produces something they can act on the following week. Sessions run in English.
At the end of the day each team sees its own times, the rate of improvement per attempt and the handover points it mapped. That is a concrete table the team can take back, rather than an unmeasurable statement about team spirit. The closing report also summarises recurring bottleneck patterns at group level.
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They are chosen by group size, venue and season: on-water synchronisation tasks such as rowing and canoeing, chained assembly and relay formats on land, and timed assembly and transfer tasks indoors. Care is taken to establish a resemblance to the team's real workflow before choosing.
No. The tasks are built on coordination; speed and strength do not decide the result. The indoor formats are entirely low tempo and suitable for participants with limited mobility.
The exercises work with teams of 6 to 10. With 50 participants, five or six teams run in parallel and the teams are mixed between rounds so participants encounter different working styles.
The comparison is made between a team's own attempts, not between teams. The goal is to improve your own time, not to beat another team. Rankings between teams are not announced.
Particularly so. Ambiguity at handover points is more pronounced in teams that do not work face to face. The programme is built for the days those teams come together, and the mapping section is done directly on the remote workflows.